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Making Sense of Complex Marketing Decision Systems: Decision System Analysis

Author

Listed:
  • Roger Marshall

    (Marketing Advertising Retail and Sales Department, Auckland University of Technology, New Zealand)

  • David Bibby

    (Auckland University of Technology, New Zealand)

  • Na WoonBong

    (KyungHee University, South Korea)

Abstract

Decision system analysis (DSA) is a conceptually simple technique that maps the process of group decisions over time. The data are gathered in a variety of ways, but most often some form of protocol analysis is the foremost tool. The data are then condensed and depicted as a flow chart for a specific decision. If several such flow charts can be assembled within an industry, they can be melded together to form a generic guide that is very useful to practitioners and very interesting to theorists. Here, a brief history of the development of the technique leads to a description of the process. This is followed by a comparison to cognitive mapping, a similar technique applied to mapping thought processes rather than physical processes, and an illustrative longitudinal example of DSA.

Suggested Citation

  • Roger Marshall & David Bibby & Na WoonBong, 2013. "Making Sense of Complex Marketing Decision Systems: Decision System Analysis," International Journal of Business and Economics, School of Management Development, Feng Chia University, Taichung, Taiwan, vol. 12(2), pages 121-130, December.
    • Handle: RePEc:ijb:journl:v:12:y:2013:i:2:p:121-130
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    References listed on IDEAS

    as
    1. Armstrong, J. Scott & Brodie, Roderick J., 1994. "Effects of portfolio planning methods on decision making: experimental results," MPRA Paper 81684, University Library of Munich, Germany.
    2. Durif, Fabien & Geay, Bénédicte & Graf, Raoul, 2013. "Do key account managers focus too much on commercial performance? A cognitive mapping application," Journal of Business Research, Elsevier, vol. 66(9), pages 1559-1567.
    3. Armstrong, J. Scott & Collopy, Fred, 1996. "Competitor Orientation: Effects of Objectives and Information on Managerial Decisions and Profitability," MPRA Paper 81676, University Library of Munich, Germany.
    4. Martin, Drew & Isozaki, Mark, 2013. "Hotel marketing strategies in turbulent times: Path analysis of strategic decisions," Journal of Business Research, Elsevier, vol. 66(9), pages 1544-1549.
    5. Pamela S. Barr & Anne S. Huff, 1997. "Seeing isn’t Believing: Understanding Diversity in the Timing of Strategic Response," Journal of Management Studies, Wiley Blackwell, vol. 34(3), pages 337-370, May.
    6. Bettman, James R & Park, C Whan, 1980. "Effects of Prior Knowledge and Experience and Phase of the Choice Process on Consumer Decision Processes: A Protocol Analysis," Journal of Consumer Research, Journal of Consumer Research Inc., vol. 7(3), pages 234-248, December.
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    Cited by:

    1. Minciu Mihaela & Berar Florin-Aurel & Dobrea Razvan Catalin, 2020. "New decision systems in the VUCA world," Management & Marketing, Sciendo, vol. 15(2), pages 236-254, June.
    2. Maureen Benson-Rea & Christina Stringer, 2015. "Small Firm Specialisation in Global Value Chains: Evidence from the Cut Flower Industry," International Journal of Business and Economics, School of Management Development, Feng Chia University, Taichung, Taiwan, vol. 14(1), pages 43-62, June.

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    Keywords

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    JEL classification:

    • M30 - Business Administration and Business Economics; Marketing; Accounting; Personnel Economics - - Marketing and Advertising - - - General
    • M31 - Business Administration and Business Economics; Marketing; Accounting; Personnel Economics - - Marketing and Advertising - - - Marketing
    • M37 - Business Administration and Business Economics; Marketing; Accounting; Personnel Economics - - Marketing and Advertising - - - Advertising

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